Abstract: Exploration and exploitation capabilities are both
important within Operations as means for improvement when
managed separately, and for establishing dynamic improvement
capabilities when combined in balance. However, it is unclear what
exploration and exploitation capabilities imply in improvement and
development work within an Operations context. So, in order to
better understand how to develop exploration and exploitation
capabilities within Operations, the main characteristics of these
constructs needs to be identified and further understood. Thus, the
objective of this research is to increase the understanding about
exploitation and exploration characteristics, to concretize what they
translates to within the context of improvement and development
work in an Operations unit, and to identify practical challenges. A
literature review and a case study are presented. In the literature
review, different interpretations of exploration and exploitation are
portrayed, key characteristics have been identified, and a deepened
understanding of exploration and exploitation characteristics is
described. The case in the study is an Operations unit, and the aim is
to explore to what extent and in what ways exploration and
exploitation activities are part of the improvement structures and
processes. The contribution includes an identification of key
characteristics of exploitation and exploration, as well as an
interpretation of the constructs. Further, some practical challenges are
identified. For instance, exploration activities tend to be given low
priority, both in daily work as in the manufacturing strategy. Also,
the overall understanding about the concepts of exploitation and
exploration (or any similar aspect of dynamic improvement
capabilities) is very low.
Abstract: The Japanese integrative approach to social systems
can be observed in supply chain management as well as in the
relationship between public and private sectors. Both the Lean
Production System and the Developmental State Model are
characterized by efforts towards the achievement of mutual goals,
resulting in initiatives for capacity building which emphasize the
system level. In Brazil, although organizations undertake efforts to
build capabilities at the individual and organizational levels, the
system level is being neglected. Fieldwork data confirmed the findings
of other studies in terms of the lack of integration in supply chain
management in the Brazilian automobile industry. Moreover, due to
the absence of an active role of the Brazilian state in its relationship
with the private sector, automakers are not fully exploiting the
opportunities in the domestic and regional markets. For promoting a
higher level of economic growth as well as to increase the degree of
spill-over of technologies and techniques, a more integrative approach
is needed.